Question 1

A drawback of EI is that a leader can find it easy to over-identify with others and confuse ________ with __________.

Accepted Answer

Leaders must be able to appeal to logic and reason and acknowledge the feelings of others so that people feel the decisions are correct. However, it is easy to over-identify with others or confuse empathy with sympathy. This can make it more difficult to make the tough decisions.

Question 2

To overcome barriers to organizational change, companies work more collaboratively than in the past. In companies such as Microsoft, an important obstacle to effective collaboration is

Accepted Answer

Take Microsoft as an example. Before Apple released its tablet smash hit iPad, Microsoft had developed a viable tablet more than a decade earlier. However, entrenched interests and turf fights between competing Microsoft divisions eventually killed the project. This illustrates that one obstacle to effective collaboration is higher-level political battles.

Question 3

Which of the following does not constitute organizational bases of leader power?

Accepted Answer

Organizational bases of power refer to the power that a person wields because of holding a formal management position. These include legitimate power, reward power, coercive power, and information power. The personal bases of power include referent power and expert power.

Question 4

All of the following are components of emotional intelligence (EI) except

Accepted Answer

The five components of EI are: self-awareness, self-regulation, motivation, empathy, and social skill.

Question 5

Barriers associated with a managerial tendency to look at issues from a biased or limited perspective are known as

Accepted Answer

Behavioral barriers cause managers to look at issues from a biased or limited perspective due to their education, training, work experiences, and so forth.

Question 6

Which two components of emotional intelligence (EI) deal with personal ability to manage relationships with others?

Accepted Answer

While the first three components of EI are all self-management skills, the last two, empathy and social skill, concern the ability of a person to manage relationships with others.

Question 7

Which of the following social skills do many executives find challenging to acquire?

Accepted Answer

A key to developing social skill is to become a good listener, which is a skill that many executives find to be quite challenging.

Question 8

CEOs who are _____________ tend to have a wide circle of acquaintances as well as a knack for finding common ground and building rapport.

Accepted Answer

Socially skilled people tend to have a wide circle of acquaintances as well as a knack for finding common ground and building rapport. They recognize that nothing gets done alone, and they have a network in place when the time for action comes.

Question 9

Refusal to share information, conflicts over resources, conflicts between departments and divisions, and petty interpersonal differences are symptoms of which type of barrier to change?

Accepted Answer

Political barriers refer to conflicts arising from power relationships. This can be the outcome of a myriad of symptoms such as vested interests, refusal to share information, conflicts over resources, conflicts between departments and divisions, and petty interpersonal differences.

Question 10

According to research, effective leaders at all levels of organizations have high levels of Emotional Intelligence (EI). CEOs with high EI excel in all of the following except

Accepted Answer

High-EI CEOs excel in managing relationships, influencing people, and forging alliances both inside and outside the firm. These CEOs can also benefit the firm since their ability to connect with and relate to outside stakeholders helps build the firm's reputation. Thus, firms would benefit from considering more than cognitive ability and easily measured performance metrics when choosing corporate leaders. Including EI as an element to consider would help firms choose superior corporate leaders.

Question 11

The source of referent power is

Accepted Answer

The source of referent power is subordinate identification with the leader. Personal attributes or charisma of a leader might influence subordinates and make them devoted to that leader.

Question 12

When faced with barriers to change, leaders can create a good climate for advancing the aims of the organization and making progress towards its goals by building ______________ and _____________.

Accepted Answer

Leaders must draw on a range of personal skills as well as organizational mechanisms to move their organizations forward in the face of such barriers. Two factors mentioned are building a learning organization and building an ethical organization. These provide the kind of climate within which a leader can advance organization aims and make progress toward its goals.

Question 13

Which of the following does not explain why organizations are prone to inertia and slow to change?

Accepted Answer

Organizations at all levels are prone to inertia and are slow to learn, adapt, and change because many people have vested interests in the status quo; there are systemic, behavioral, and political barriers; and some people have personal time constraints.

Question 14

Leaders who are _______________ show a passion for the work itself, such as seeking out creative challenges, a love of learning, and taking pride in a job well done.

Accepted Answer

Motivated people show a passion for the work itself, such as seeking out creative challenges, a love of learning, and taking pride in a job well done. They have a high level of energy to do things better, as well as restlessness with the status quo. They are eager to explore new approaches to their work.

Question 15

Which of the following is not a part of the three broad sets of capabilities that a leader should possess?

Accepted Answer

Leadership traits may be grouped into three broad sets of capabilities: purely technical skills (like accounting or operations research), cognitive abilities (like analytical reasoning or quantitative analysis), and emotional intelligence (like self-management and managing relationships).

Question 16

Expert power

Accepted Answer

The source of expert power is leader expertise and knowledge in a particular field. The leader is the expert on whom subordinates depend for information that they need to do their jobs successfully.

Question 17

Barriers in which the design of organization structure, information processing, and reporting relationships, impede the proper flow and evaluation of information are known as

Accepted Answer

Organizations at all levels are prone to inertia and are slow to learn, adapt, and change because there are systemic barriers. The design of organization structure, information processing, reporting relationships, and so forth impede the proper flow and evaluation of information.

Question 18

Leaders risk creating a culture of fear and micromanagement if they

Accepted Answer

Most effective leaders take time to engage employees individually and in groups, listening to their ideas, suggestions, and concerns and responding in ways that make people feel that their ideas are respected and appreciated. However, if the leader makes too many unannounced visits, it may create a culture of fear and micromanagement. Clearly, striking a correct balance is essential.

Question 19

Which component of emotional intelligence (EI) enables a manager to have a deep understanding of the existence and importance of cultural and ethnic differences?

Accepted Answer

Empathy means thoughtfully considering employee feelings, along with other factors, in the process of making intelligent decisions. Globalization typically involves cross-cultural dialogue that can easily lead to miscues. Empathetic people are attuned to the subtleties of body language; they can hear the message beneath the words being spoken. They have a deep understanding of the existence and importance of cultural and ethnic differences.

Question 20

Coercive power is the

Accepted Answer

Coercive power is the power a manager exercises over employees using fear of punishment for errors of omission or commission.

Quiz 11: Strategic Leadership: Creating a Learning Organization and an Ethical Organization

A drawback of EI is that a leader can find it easy to over-identify with others and confuse with __.